AgroTerra understands that good results aren’t possible without developing the environment. Our goal is to build a business with rational economic, environmental and social relations.

In order to choose our priorities in terms of where we want to go in our development, we assessed our business model and analyzed who it is that our work impacts the most, and where the company’s expertise can be the most useful in a strategic perspective until 2030:

  • Sustainable farming

    Our mission: Stewardship of land. To us, caring for the land means acting today to benefit future generations. For us, it's not all about the harvest. The main thing is our performance. The company’s programs and standards are built on an understanding of the importance of environmental awareness and the introduction of best practices and agricultural machinery that minimizes the impact on the environment. AgroTerra is a member of the Sustainable Agriculture Initiative Platform.

    For AgroTerra, quality was the focus in 2017. At every production stage, from buying supplies to delivering to customers, AgroTerra improved its business processes. We opened our own research center, with experimental fields and laboratories, and instituted standards for growing crops and operating machinery. All of AgroTerra’s laboratories feature global standard express Infratec analyzers manufactured by FOSS. In 2016, the company became one of the first partners of the Russian Grain Network and adjusted its instruments for area-specific control samples. Every year, production and technical laboratories synchronize their approaches to assessing grain quality with our key partners. AgroTerra’s workforce is trained at the corporate academy, where they simulate the upcoming season using the Staff Exercises training games, thus ensuring they adhere to protocols.

    More about AgroTerra’s operations


  • Development of agribusiness leaders

    AgroTerra’s efforts to develop agribusiness leaders lays the groundwork for their evolution. We hire, train, and promote people who set the standards for cutting-edge crop production.

    The company’s HR policy includes six steps to developing agribusiness leaders: recruitment, training, motivation, evaluations, looking ahead, and promotion. Most changes are impossible without joining efforts with professional communities, and so AgroTerra:

    • Works with universities and educational organizations to introduce advanced educational standards and create up-to-date positions in agriculture;
    • Brings together workers from agro-companies to create a reputation for agribusiness that corresponds to its current level of development;
    • Uses advanced technologies to develop leaders and conduct research to identify key trends in building the potential of leadership in agribusiness.

    More about our projects to develop human resources

  • Farming economics

    AgroTerra Integrator is central Russia’s center for agribusiness development. It includes a full range of services for mid-sized and small crop producers from financing to crop purchases and land transactions.

    In 2017, 70 mid-sized and small agribusinesses benefited from AgroTerra Integrator’s services. In total, they’re cultivating 120,000 hectares of land.

    By 2022, about 800 producers from the Central Chernozem region with a total area of 1 million hectares of cultivated lands will benefit from our services. The Center will spend about 10 billion rubles on developing agribusiness.

    More about AgroTerra Integrator